Brave Leadership

The best examples of things that motivate others over the short-term almost always involve surprise and delight. A million years ago I heard this story from Mike Vance about his boss at the time, Walt Disney.

The world needs three types of leaders: artistic, scientific and interpersonal. And the world needs them to work together to change feelings, knowledge and behaviors as a team. Their initial joining up or onboarding is one of the crucibles of leadership.

The most effective leaders think outside in: outside first, inside second. The true measure of success is not in the organizations, infrastructure or people leaders attract and develop, but in what those organizations, infrastructure and people get done for others.

The generally accepted path to success is to invest in top performers and not worry about the rest. FantasySalesTeam's founder, Adam Hollander, said the most impactful sales contests motivate the middle performers. It made no sense -- until he persuaded me that he was right.

Webster defines "brave" as having or showing courage -- the mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty. BRAVE is also an acronym for Behaviors, Relationships, Attitudes, Values, and Environment, which together form a framework for leadership.

If you're put on a college waitlist, do you view that as a polite "no" or an invitation to launch a campaign? If your buyer raises objections to your sales pitch, do you view that as the beginning of the end or a request for more information?

Must be strategic. But may not be the one who sees the strategy through. Must build the organization. But may be building it for someone else. Must manage the operations. But unpopular edicts can be delayed until the permanent leader shows up.

The only negotiating result that can stand the test of time is win-win. BRAVE negotiating can get you there, working through behaviors, relationships, attitudes, values and the environment from the outside in as you prepare in advance, manage the moment and follow through.

Mike Nefkens' story of surviving at HP by engaging in his own style of leadership, allowed his team and business to thrive. Bringing in your own style can help guide you through similar challenges by clarifying what matters and why, pausing to accelerate, and rallying the team around the cause.